about Wednesday 7

about Wednesday 7

A few things about Culture:

First I need to say that I know there are more than... maybe 100 definitions of Culture.Obviously i cant ennumerate each one of them but I can say that Culture is a constant moving concept that can even be called Process. This means that every group can be influenced by the culture but at the same time influence the culture. Culture is integrated by peobple behaviour or likes, places, space, time and all factors that afect human behaviour. Then, Psychological or personal factors afect people at the same time that the places, time and the existing culture do. What I mean with this statements is that when trying yo analyze the culture of a small group it tends to be more important the personal culture or individual characteristics rather than a bigger culture, like country culture.

It is an error to think that you are ahead on the way of understanding a culture just by knowing the BIG culture they belong.

In a small group, like in an organization, there are a lot of different types of people. Some of them can have a strong influence in its friends and colaborators. As I said, culture influence and is influenced by its integrants at the same time. This means that when trying to understand smaller groups, we should better aim to personal factors more than a nation view. In other words, dont blame the culture of a nation whenever you see negative (or positive) things in a person, and so, I would not recomend trying to fix a personal problem with a Nation-Culture perspective.

What I would do is to get everyones profile, scan work-groups, networks and groups of friends, in order to know power relations, and detect conflictive people. With that information it would be easier to find problems or even define the culture of that company. The best we know people, the best we can know how to make them "move".

Yet, the BIG culture is very important, as you may know. But as I said it is just a little part of the way on understanding a group of people.

If interested on culture stuff (long and boring literature...) review Stuart Hall or Pierre Bourdieu firstly cause is more related to this subject I think.

Ahi nos vemos, görüşürüz.

Andrzej

Day 4
Well, honestly I have to admit that the fourth day was the most difficult for me. I didn't really feel the diffrence between centralized and decentralized implementation. I was a bit lost. Instead of it I liked very much our team work and final discussion about the case study.

Culture issues - lessons Day 3 + 4

Hi,

as yesterday my day was unfortunately way to busy, I also will have to summarize the "lessons learned" part in one post for two days.

In both days we discussed the impact of culture on the implementatinon of ERP systems. Even if I am aware, that quoting wikipedia might be scientifically doubtatif, I'd really like to use a sentence I found there to define the term culture I'll use:

[...]The term culture denotes whole product of an individual, group or society of intelligent beings. It includes, technology, art, science, as well as moral systems and characteristic behaviours and habits of the selected intelligent entities.

Whereas on day 3 we focussed on national cultures and their impact on possible implementation projects of ERP, day 4 was more about organizational culture.

Regional culutres can have a deep impact on the implementation of ERP systems. As the implementation of an ERP is not only simply "buying a new software system" but more or less changing the way business has to be done, the attitudes of the people involved play an important role, one of them being the willingness to change. Different cultures have different ways to cope with that. Geert Hofstede (Bio), a Dutch scientific that did a lot of research about both types of culture, has some publishes some interesting values and their definitions one one of his websites. Taking this kind of information is crucial to develop an implementation strategy. Taking some articles to account, we learned, that ERPs tended to fail in chinese State Owned Enterprises (SOE) because of some social aspects; as a loss of authority would be involved in case the senior executives of those enterprises would actually spend a lot of time on insalling a "software system", they tend to declare it a usual IT project, which is - as research shows - not a very successful strategy.

We also discussed different ways to build a team as well for planning, implementing and training users for a new system. Not wanting to repeat my fellow's posts I summarize that involvement from all parts of the organizational structure is important; involvment from descision makers as well as from lowest-level end-users. An ERP might radically change the way people think: Employees have to get rid of thinking strictly functionally for the sake of understanding procedural aspects of their work to enable the system to streamline production (or service) proceses.

Even inside a corporate culture there are - of course - different characters of persons. The implementation and the coaching/teaching/training team have to be well-selected, so that they are able to understand, accept, influence and teach the new procedures the system imposes. This is especially critical as we have talked about that number one reason of IT project failure is not out of technical issues, but accesptance and usage of the concernd company members.

Today's lesson was more focussed on the corporate culture. Stuying a Harvard businnes case about Harley-Davidson's choise of an ERP system, we addressed the issues that can emergie if there is an incompatibility between ERP provieder, client enterprise and extended the discussion to consulting firms. I personally figured that "soft factors" like corporate culture may be as important as "hard facts" like the functionalities of the provided software system. Finally in the Harley case there were huge problems because of a cultural misfit.

The last part consited of building groups of diverse nationalities and cultures. Whereas we were initially supposed to finish on the same day, describing and debating out cultures (in my personal case China, Germany, France and Poland) took way to long; I think everyone of us had partially to confirm but also to moderate clichés about our nations, whereas we all were aware that we could only give kind of a subjective point of view.

So... tomorrow's exam is getting closer! I am pretty courious what task we are going to discuss, but after restructuring the knowledge we gained in the mindmap I feel more or less prepared for this challenge.

Everyone: Good luck for tomorrow.

Thierry

Day 4 - Juan REYNOSO

Today, one of the interesting things for me was the fact of frequently the process of the whole business have to be modified in order to create a structure able to fit in an ERP. This means that the ERP, beside of the advantages that it provides, allow us to improve our structure of processes.

This is why it is important the Core Team have the knowledge of the whole business and the authority to modify it if necessary.

It was interesting too that when we took the decision of the supplier for Harley Davidson we change, generally speaking, our decision when we made a more analytical thought. Perhaps, we made it in rough terms, but it is important that we kept always in mind what characteristics are the most important and gave them weights in order to not let us impress for another characteristics.

Day 4

In today’s class we learned the implementation choices we have. And I think it was very productive to know the advantages and disadvantages of each one because we will might decide it in the future.

As the professor said, I think there is not one effectively formula of choices. It will depend on the situation we face in the future.

With the group project I learned that some times there are more similarities than differences between cultures. Sometimes we can use it to group it and work with groups of similarities than with each different country.

Also it was very interesting to know how to choose a supplier. The brain storming and the rating is very important because I think that in the real world, there might be some people that present really well and ended influencing you to choose them. And if we make that kind of decisions, at the end we might be choosing something that doesn’t go really with our strategies. I mean we can reevaluate our rating choices, but to choose someone just because its presentation can be the same as implementing one software just because is the newest one.

Summary Mindmap

Hi all!

I tried to make a mindmap summarizing most of what we learned in a (more or less) structured way. Klick on the nods of the mindmap to open further parts. I know it is now well-designed, but as a matter of fact it's a lack of time that makes it difficult to design a balanced, neat, colored and linked mindmap right now. I might edit it later on - if somebody wants to contribute, please feel free; if you need technical help feel free to contact me.

Yeliz: As I used some parts of your slides, I'd like you to briefly click through it and tell me, if you're okay with that - the information might be organized a little differently in some places. If you mind anything (e.g. of copyright issues), I'll take the map offline!

Good luck tomorrow,

Thierry

Lesson 4

As in the other past two days, we started by having a small recap of what had been seen the previous day. We went on talking about the qualities that had to be considered when selecting a Super User. They’ve got to have good communication, teaching and learning skills, they have to be master the process in which they’ll be assessing, they’ve got to be well respected within their working group and, they’ve got to be leaders among other qualities. Related to this matter we discussed which criteria on which one would select a core ERP team, and we all agreed that they should have experience in projects and that they should have a good successful career, not only this but the team should be composed of people representing the several departments of the company, and very important they have to be willing to learn.

We saw the pro’s and con´s of the Big Bang and Phased implementation. We did outsourcing vs. inhouse training pro´s and con’s, and centralized and decentralized pro’s and con’s as well. We came up with several pro’s and con’s for each, and this led me to the conclusion that there’s no right or wrong answer here, each company has to evaluate which is the right choice for them, which is the one that fits the best to their needs and structure.

Later on we formed teams based in our nationalities and pretended being the global ERP project executives (all from different places). We discussed the challenges of working together since we where all from different nationalities, and we shared our weaknesses and strengths, which I thought was very enriching since we got to see the our similarities and differences. We got to the conclusion that we had to focus in our similarities (as in we’re from different countries) when working together, and work in our differences so they wouldn’t become a big problem in the future.

At the end we got to discuss on the Harley Davidson Motor company case, which gave us an inside perspective of how the decisions are made in all its satages when implementing an ERP system.

I have to say that I enjoyed taking this class very much, it was very interesting and dynamic.

Good luck to you all in the exam tomorrow!

4th Day-

Hi guys,
The week nearly comes to an end..
I had too much fun and learning today. I think it is because I personally got more involved and had a better understanding of the subject. At the beginning, quick review was good. We emphasized one more time the importance of cultural differences. Actually, I understood that no software implementation is really about software. It is about change management. Because you are changing the way people work. You are challenging their principles, beliefs and the way they have done things for many many years. That's why all implementation process success depends on the organization's structure, culture etc. It is something more than being technical.
Moreover to that, we have covered Strategic ERP Implementation choices such as Big Bang vs Phased implementation, Outsourcing vs In-house, centralization vs decentralization and knowledge management. Actually most of the strategies have some pros and cons according to the organization structure and the function which we implement ERP. For example, it is better to use Big Bang for key modules I think otherwise it might be a confusing process to use phase strategy. Because it allows us to make the changes step by step and the modules which relies on information from other modules may get wrong messages due to incompatibility between systems.
By the way, I searched for the cost of decentralization vs centralization and according to one source, decentralization is more costly in terms of extra time and resources to implement and maintain the system. It also has cost of reinventing many other database, storage, software etc.

What I can tell more is about our group work. We found out many similarities between Mexico, Turkey and France ( except some differences of France which can be handled ). It was interesting for me because I expected some big cultural differences due to being different parts of the world. Perhaps it was because of globalisation, we are getting similar in terms of doing business style and people's reaction to new things etc.

Hope to see some of you guys in the party tonight..

Goodluck you all for the exam...

ps: I didn't forget Julien:)---Thierry, we should celebrate Harley Davidson case some day;)

and Yeliz Hocam, hope to see you in the party as well..

MISI169E - Day 4

Culture differenciation is important in ERP implementation and we saw that today. Being in group to see how things could go in managing a project in 3 different countries, Turquey (Derya) Mexico (Marco) and France. (Laurent and I) I was happy to discuss with them but it confirm there are some differences.


If we have to remember a thing for today, there are the classical categorization to do:

• Timeline: Big bang (everything at one time) / Phased (a little bit each time) / Mini big bang (big bang at lower level)
  
• Resources: Outsourcing / In house
• Type of implementation: Centralised (Eg: a decision for all countries) / Decentralised
• Training: Outsourcing / Internal
• Management of knowledge: Outsourcing (Consultants) / Internal

I will just give a word about a Harvard case study. Think about your choice between a provider which do not understand your culture but have all the functionalities you need and a provider which respect your culture but do not have all the critical functionalities you need. Which one is your choice?

See you mates

Lecture 4 - Sangyoun Han

Today’s class introduced the concept on Strategic ERP Implementation choices. There are several issues which need to be addressed when implementing ERP systems. They include;

- Timeline

o Big Bang, Phased, Mini Big Bang

- Staff/Resourcing

o Outsourcing

o In-house

- Customization level

- Centralized Implementation

- Decentralized Implementation

- Training

o Internal, Outsourced

o Combination

- Managing Knowledge

o Consultants or internal experts

Again it was interesting to see how much culture plays a role on decision making. Not only is the culture within the country important, but also the culture of the company. Therefore, during international ERP implementation, usually a mix of each strategic choice is best, depending on the nature of the business.

During the case, the importance of culture was again emphasized. Although technical and functional issues are very important, so are the qualitative aspects. A balance is therefore needed between both quantitative and qualitative factors.

Anyways, good luck on the exams everyone. See you tomorrow.

- Sangyoun

Duygu Becermen Day 3 and Day 4

Herkese merhaba (hi everyone),

I am sending my lesson learned post for day 3 and 4 at the same time because yesterday I was in some kind of a crisis with myself. I couldn't really adapt myself well to the class. Thus, I couldn't participate. But in the morning when we do the review of yesterday everything was clear. So I'm starting with day 3. This will be a little long. I hope you don't get bored when you read.

Day 3

Mostly we discussed the three articles.

• We started with "Decision Making in the Evaluation, Selection, and Implementation of ERP Systems". We learned some decision making models for selecting and implementing an ERP system.
• Secondly, we talked about "Potential Impact of Cultural Differences on Enterprise Resource Planning Projects". When we were talking about this article we made a great discussion about how culture effects the decision making process. Since we are coming from different countries we were able to analyse the subject with many points of view avoiding the stereotypes. We saw that generally power distance, hierarchy, and authority issues influence implementing an ERP system, and most cultures are resistant to change.
• Finally we talked about "ERP in China: One Package, Two Profiles". This article was also related to the previous one. But this time we looked to two different company cultures in the same cultural environment. We understand the differences by the way of thinking between private vendors (PVs) and state owned enterprises (SOEs) in China. For example; PVs form cross funcional teams for implementing the system and this team is more involved in the process while the SOEs have a team formed by the senior management that is more likely to control the system, without much involvement. Somehow the system failed in China. The reasons of its failure are business processes, lack of involvement of senior management or key people of the organisation, no improvement of business.

Besides the articles, we talked about super user selection. We concluded that a super user should have high communication, teaching, and leadership skills, knows about the processes and information systems, have a long-term career planning in the organization and well respected. And in the selection of the core ERP team experience with projects, success, authority to change management, being in different departments (to understand the different needs of all departments in the company) issues should be considered.

Day 4

Today we talked about strategic ERP implementation choices. Today was mostly dedicated to the analysis of pros and cons of several things. :)

First we analysied pros and cons of Big Bang and phased implementations. We concluded that the advantages of Big Bang implementations are; being easier and faster to implement and its disadvantages are being more risky and the need of big training initiative. The advantages of phased implementation are being able to learn about the system, cash management, and stability while the disadvantages are being costly and time consuming.

While we are implementing an ERP system we can face some problems like decrease of productivity, bugs in the system, and resistance to change in the organisation.

Second we talked about the pros and cons of outsourcing and in house. Outsourcing can be useful because the people are more experienced about the subject and they can look from a different point of view to the company and they sometimes have more credibility in the eyes of employees (I think this was a very bad translation but I couldn't say it in another way. Sorry for my poor english) as it can be more costly, people can feel less responsible for the consequences, and they may not fit in the company culture. On the other hand, in-house has its own advantages like better understanding of the company needs, higher credibility among employees, and they have the advantage of existing work relationships.

Last, we talked about two different implementation styles: centralised and decentralised implementations. During our discussion about this subject we faced some conflicting ideas. Like we couldn't exactle figured out which could be more costly. In my opinion centralised implementation is likely to be more costly because we are thinking globally and when an office needs to make a decision they have to wait for the response of the head office which takes time and it can have an effect on the work done, and for the implementation process traveling costs can be high.

After a large pros and cons discussion we made a team work which was about the implementation of the system in different countries. We looked at the differences of management styles, strengths and challanges of doing business in different countries. This helped us understand the different cultures and so we realised that it is important to understand the structure and needs of different cultures before making a change.

During the last hour of todays class we had a discussion about Harley Davidson Company's software selection process. Everybody specified their choices of providers and why they would choose them. We wrote down the advantages of each provider on the board and defined the most important issues to consider. Than we made some calculations and select provider 2 which was the same decision that Harley Davidson made. But then we learned that even provider 2 was the most useful one according to the functionality of the system, problems occurred because during the implementation process they couldn't really fit in the company culture.

Todays class was so fun. I want to thank everyone for the lovely environment of the course. Of course our tutor played a big role. Her teaching style was effective and very satisfying. I learned many things about implementation of ERP systems. I am really flattered to see how a turkish teacher can make such a great job.

That's all for today.

Hope to see you all tonight at the party. If you are not coming I have to tell you that you are goint to miss so much. After a hard week I think we deserved to have fun. If you are still not coming I'll see you tomorow in the exam.

Ciao ciao...

Day 4 - Elif

Hi,

Today we have made a brief summary of what we have learned yesterday and we have started to compare and contrast different ERP implementation methods such as Big Bang, Phased, Outsourcing, In-House, Decentralized and Centralized implementation methods. Each of them has different advantages and disadvantages. It was again a lively discussion environment where we had a chance to get different point of views from each other. We saw that each implementation method can differ according to the place where a company conduct a business and according to the cultural differences. For example, outsourcing can be riskier because of the unawareness of people of the corporate culture which can result some problems. This was also the same problem in the Harley Davidson case. Some of the providers were not paying attention on the cultural issues and were much more focusing on technical and functional features. Although these are also important issues (we have learned that Harley chose the Provider which was involved in functional issues) culture has a great impact on the business that are conducted.

We have also organized different teams where we were trying to deal with cultural problems and differences that we can face because of the different countries in which our company is operating. Every team member was representing the country that s/he was coming from but I think it was difficult to make strict comments on the business environment of our countries since we do not have a serious work experience and a chance to know thoroughly this business environment.

Finally, I can say that I liked very much your teaching method. I think it was a great chance for us to see different point of views about this ERP implementation strategies, learn from each other and discuss in a very enjoyfull course. Thank you.

See you in the exam

DAY 4

Hi

Today we had an interesting class, first we did braistorming of yesturdays class, so it was good to refresh our learnings. Then we had an introduction of the diferent ways of implementing an ERP system: Big Bang, Mini Big Bang, and by Phases. We did pros and cos of each ones, and it got interesting to deeply analyze why should we do Big Bang or mini Big Bang or by phases, that for some companies or some countries is better to di it some way, and for other the other way.
We also did pros and cons of how to implement the system, if centralized or un-centralized.
Then we did a group work, we analyzed how we could implement the same ERP system for the same company,in 3 different countries.
At the end we discuss about the case study of How Harly-Davidson choose their ERP system, what were the steps and principal aspects of evaluating, etc. then we did pros and cons of the last 3 candidates. A very interesting point is that we all though that candidate number 1 was defenetly the best one, but qfter the evaluation of the main 4 aspects, candidate number 2 was the winning candidate, the one the HD choose.

Thanks

Day 4 learning -- Dan HUA

Hello everyone,

I like today's course for our group discussion, for the analysis we have done together for different ways of ERP implementation as well as for the case study.

It's really a good idea for us from different nationalities to discuss many aspects pertaining to ERP, we have exchanged lots of ideas and tomorrow we have got to continue after exam, the case study is also a quite good one which reveiled to us how the case company was doing to prepare and also to choose a most suitable supplier.

As we usually say a good beginning is half of the success, how we prepare for an ERP, or a software, and then how we compare among different suppliers, and how to make the choice is so significantly important for the final outcome of system implementation that each step, we have to work together with adequate consideration and tactics.

The criteria the case company utlized for analyzing the pros and cons of 3 suppliers could also be views as good reference when we are facing a likewise situation as this one.

Alors, I am truely grateful for our courses, for our communications everyday along this week with our friend Yeliz who has gone out of her way to enable our courses such insightful onesas well as an interesting ones also greatful for this blog platform from which we began online communication and through which we are to continue our fun learning with ERP in days and maybe years to come in the future!

Tomorrow, wish we all have nice success in exam!

HUA Dan

DAY 3

HI

Today we had a very interesting class, with a lot of discusion and learning.
We reviewd the 3 articles that we had to read for homework:

The fiest one its called " Decision Making in the evaluation, Selection and Implementation of ERP systems" Its about how can companies decide in wich ERP system to have, there are a lot of types, prices, efficiency, and tough its a very huge inversion, we have to analyze and evaluate wich ERP system.
The second article we discuss on is called " Potential Impact of Cultural Differences on ERP Projects " I found this article quite interesting because somethimes we ignor how important are the cultural differences between countires, how they work, lenguage, education, etc. so its good to point out that we have to handle cultural diferences before implemetating the same ERP company system in different countries.
The third article was mostly about how in China beeing such a huge county, there are two ways of doing business because of Hong Kong beeing part of the U.K. before 1997.
In class we had discusion between students from diferent countries, how their country use to do business, or how an ERP system could be implemented, etc. so it was very interesting.

Thanks

day 4

Today’s lecture was about ERP implementation, the different methods that can be used to implement ERP but also the resources needed and the customization level. The 2 different methods of implementation of an ERP system (Big bang and phased) are quiet similar. Big bang implies a radical change for whole company at the same time. Phased approached implies a radical change but only for one department at the same time. From an individual point view, it is still a radical change (for big bang and phased approach). What can help to succeed in the implementation are the resources (time, people, training, space to work, more generally MONEY…) you grant to your project. Moreover the way you use is also an important factor. Finally as we saw, the type of organization, culture has also a huge importance. The big approach has some advantages for American companies because there are always at the top of the technology, so they are used to change and they are probably less afraid about it. About the phased approach, it suits better to conservative companies like in France, moreover it is allows the company to spread the costs. (Important for companies on the stock market)

Then we talked about outsourcing and in house staff used to implement such a project. For me a mix of both is important in order for consultants to transmit their knowledge to the in house workers so the knowledge is present in the company. Then the ratio of consultants compared to in house worker must be adapted to the type and culture of the organization.

Finally about the customization, it is something to adjust according to future updates, customers needs and staff needs. With major and small player small customization are possible easily and external help from them is not needed. Nevertheless for big customizations that require a big change in the code, it is quite difficult to do it without their help… Open source ERP have this possibility, so level of customization and its cost must taken into account when choosing an ERP.

Lessons learned posting (last one)

Hello all,
Last time to write clever things...

There are choice to be done before an implementation. And These STRATEGIC IMP CHOICES are influenced above all by the core ERP team which is composed of

• key managers from the different implicated departments
• and people with experience

Those people will have a grat role because there are the ones who are able to take decision on processes (processes change or adaptation of the ERP to the specificity of the processes).

Super-users have also a certain influence on STRATEGIC IMP CHOICE. These SU must:

• have teaching, communication and leadership skills (Oh, Honestly!... and be an athlete too and a mastermind...)
• be respected within his department
• be intimate with precedent Information System and processes

So these Strategic IMP decisions concern the timeline, the origin of the empowered staff (internal or external), the customization level, the decentralization level, Knowledge management and training management.

There are many reasons either to outsource or to choose in-house specialists, as there are many reasons either to implement in one time (called a Big Bang... "And God said, Let there be light: and there was light") or to roll out the implementation, as there are also many reasons either to centralize or not.

Let's caricature the situation and assume there are two opposite type of firm:

• The first want to monitor everything in detail , to keep the highest control and take the less risk
• The second one need a fast implementation and external point of view

The first one will do a phased implementation to avoid comany wide bugs and to be able to control each phases. It will also choose staff from the inside to have a better control on them and to control information. At last it will obviously centralized the implementation because of the control need.

The second one will make a big bang IMP to save time and prevent from creating interfaces between the old and the new systems (which is compulsory for a phased IMP). It will choose external consultants for their expertize (and maybe their ability to work faster) and the new ideas they can bring. At last it will decentralized to save time again and to encourage initiatives.

This short sum-up of the Strategic IMP decision does not work for customization because it depends on several other factors like the knowledge in coding, the specific need of departments...

To conclude I want to say one more time that the implementation must be done with carefulness especially if it includes organization from different culture.

Good luck for tomorrow!

Day

Czesc!
I would like to say that that I enjoyed a lot the third day of ERP impl.... especially because of our disscussion at the end of the class.It was very goog experience for me not only talking about ERP but especially how it works and what is people perception on this subject worldwide. I was impressed by Sylvia's speach about China. Generally when we say something about country which we dont't know, usually we say stereotypes about it. I think that changes are important to introduce but it's not so obvious because people are lazy and don't want changes.

Day 3-- Some comments from Yeliz

Guys,
Thank you for the wonderfully lively discussion today!!! I truly enjoyed it a lot. During the discussion on various cultures, I learned from you guys, just as much as you guys learned from me and from each other. Just one thing to remember-- you seemed to think people in your country will resist to change more than others... It's perhaps the human nature, we don't like change, we like stability. So resistance to change will happen in all countries and it should be accounted for.

Its interesting to read your lessons learned postings.. Although all of you were sitting in the same class, you all picked different lessons learned and posted on different aspects of the class. Thus, it's very helpful for you to read others' postings.

Today, Alexis posted a question, and I posted a response to him. Please take a look at it.

By the way, please remember that participating in the discussions is 30 percent of your grade. There are very few people who are listening carefully but not participating much. Please try to use at least the case study as an opportunity to gain some points, okay? Most of the discussions are on things you can talk about even if you didn't know much about the ERP's or if you don't have much business experience. Oh, and now, you know plenty of good stuff on ERP's. :)
See you all tomorrow!

Day 3

Hola a todos!

Concluding today’s group assignment helped me to practice the theory learned at class.

It was very interesting to cover organizational issues on the implementation, because I think is very important to be aware of that when taking the decision of an ERP implementation. As I mentioned in class, I think many companies don’t give importance to that part and they try to save money giving less training or don’t give the enough tools to use it. This results in many implementations failures.

Also it was very important the discussion of culture matter in the implementation. I think is very difficult to implement a general and standardized system without the support of the workers. And we have to be very carefully to know how to handle this decision in a culture context.

Thanks to the morning contributions is more clear to see how people of different culture could react.

Hasta mañana!